dmmmsu usc leadedrship training
TRANSCRIPT
Queensland University of Technology
CRICOS No. 00213J
2012 Leadership Training & Seminar, University Student
Council, DMMMSU
Message of Atty. BENJAMIN P. SAPITULA
President
Delivered By: Dr. DIOSDADO B. BANGUG,
VP for Administration
CRICOS No. 00213Ja university for the worldrealR
2012 Leadership Training & Seminar, University Student Council, DMMMSU
LEADERSHIP
COLORS
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Your Leadership Journey begins…
• Acknowledging who you are
• Setting your goals
• Imagining your future
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“What’s Your Color?”
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REDThe color of extroversion, of people with the desire,
appetite, and will to live fully
Energetic, interested in many issues and areas of life
Capable of overcoming obstacles
Dynamic and confident
Expressive about their feelings and opinions
Can be overly aggressive
Can be compulsive at times
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YELLOWA radiant color associated with high intellect
Powerful thinkers; enjoy using their minds
Well aware of contemporary happenings
Always on the look out for new ideas, methods, styles and approaches
Can be very productive, when focused
May tend to be aloof, though not shy
Can be guilty of analysis paralysis
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GREENThe color of balance between extroversion and introversion
Stable, persevering and sensible
Ambitious but not unduly aggressive
People-oriented and friendly
Keen and detail-oriented
Determined, can accomplish much when left alone and undisturbed
Can at times be obsessive-compulsive
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The color of introspection and creativity
Relaxed and self-assured
Intuitive, unique and with unusual tastes
See subtle things unnoticed by others
Can be passionately devoted to what they believe in
Have original mind that knows no boundaries
Can be temperamental
Can at times be out of touch with reality
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BLUEThe color of peace and tranquility
Prefer a calm, neat and orderly life
Serene and refined, with secure hold on emotions
Reliable and trustworthy
Steady, diligent and hardworking
Able to concentrate
Can be perceived as laid back at times
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© 2007 Prentice Hall Inc. All rights reserved.
What Is Leadership?
LeadershipThe ability to influence
a group toward the
achievement of goals.
e ability The ability to influence a group toward the achievement of goals.
to influence a group towThe ability to influence a group toUse of authority
inherent in designated formal rank to obtain
compliance from organizational members.
Management
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Edwin LockeLeadership is the process of inducing others
towards a common goal• MOTIVES & TRAITS • KNOWLEDGE, SKILLS, ABILITIES • VISION
– Shape the organizational culture (i.e., create, revise or reaffirm organizational purpose, direction, energy, identity and values;
– Create change (i.e., move the organization toward a more effective future state);
– Positively influence (i.e., shape the environment of the organization and the outside environment).
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BASED ON EDWIN LOCKE’S FRAMEWORK
MOTIVES Improve the lives of the majority who are less privileged
(plight of the students who need to be guided and supported)
Transform the nation into a happy First World state that is globally respected and competitive (USC comparable with Student Councils of world class universities)
Serve without frills, trappings, and much publicity Be a good example and model for ethical behavior
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BASED ON EDWIN LOCKE’S FRAMEWORK
TRAITS Honesty and Ethical Integrity Competent s Student Leader (sensible planner
and organizer, reasonable controller, rational problem-solver and decision- maker, diplomatic conflict resolver and timely action doer)
Tactful and sensitive people handler Caring and inspiring person
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BASED ON EDWIN LOCKE’S FRAMEWORK
KNOWLEDGEo Basic Constitutional/Statutory Rights and Obligations of Students o Rules & Regulations embodied in the DMMMSU Student Code of DisciplineSKILLS Leadership Skills Student Handling and Development (including Conflict Management, Diplomacy and Teambuilding)ABILITIES Common Sense Concept Logical Formation Rational Problem-Solving and Decision-Making
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BASED ON EDWIN LOCKE’S FRAMEWORK
VISIONA prosperous and happy Don Mariano Marcos Memorial State University where the students are transformed to become productive, self-reliant and countryside leaders comparable to other world- class universities in developed societies, and respected and admired globally.
A University of honest & caring teachers (public servants), and happy and disciplined students interacting with one another in harmony, enriching an organizational culture of excellence.
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Stephen Covey
7 HABITS OF EFFECTIVE LEADERS• Be proactive (using the principle of Self-awareness, Personal
Vision and Responsibility) • Begin with the end in mind (by clarifying Mission and Vision) • Put first things first (through prioritization and time
management) • Think win-win (using the principle of Seeking Mutual Benefit) • Seek first to understand, then to be understood (by using
principle of Emphatic Communication) • Synergize (using the principle of Creative Cooperation) • Sharpen the saw (using the principle of Continuous
Improvement by reviewing and planning)
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WARREN BENNIS
Leaders are:• Responsible for the effectiveness of
organizations;
• Serve as anchors who provide a guiding purpose to teams in a fast-changing world; &
• Provide a sense of integrity in an institution
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Secretary Colin Powell
• Leadership is the art of accomplishing more than the science of management says is possible.
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Dr. Bill Grace
• Ethical leadership is knowing your core values and having the courage to live them in all parts of your life in service of the common good.
• The following are reflections questions on your personal journey toward ethical leadership:– Will you be the same person at work? At home? In the
community? – Will you have the courage to live out your values when
there is pressure to compromise or rationalize?– How do your values contribute to the common good?
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The 4-V Model of Ethical Leadership• Values. Ethical leadership begins with an understanding of and commitment
to our individual core values. By first discovering the values at the core of our identities, we begin the process of integrating our unique values with our choice-making on all levels of our personal and civic lives.
• Vision. Vision is the ability to frame our actions – particularly in service to others – within a real picture of what ought to be.
• Voice. Claiming our voice is the process of articulating our vision to others in an authentic and convincing way that animates and motivates them to action.
• Virtue. Understanding that we become what we practice, we foster virtue by practicing virtuous behavior – striving to do what is right and good. In this way, we develop the character of virtue. In particular, virtue stands for the common good.
Ethical leaders ask, “How are my values, vision and voice in keeping with the common good?”
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Steven D. Pierce Bridging Leadership
• The leadership processes and practices that promote and support collaboration and overcome divides in an organization, community or nation.
• Divides – Social, political, economic, cultural, ethnic and/or religious barriers that prevent groups and societies from communicating and working together
• Bridging Process – Bridging is the removal of barriers that prevent groups from finding common ground and working together towards sustainable solutions
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Bridging Leadership Roles
• Communicator: Articulate purpose in a way that involves others
• Convener: Make sure the right people are at the table and stay there
• Visioner: Help people see common interests and the benefits of joint effort
• Trust builder: Forge chains of trust that last• Process designer: Help people design a transparent,
credible process• Mediator: Assist participants in meeting needs, product
and relationship
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Critical Functions
• Makes relationship building a priority• Ensures that there’s a “champion” for the effort• Helps everyone engage problem-solving
creatively, valuing diversity• Acknowledges and celebrates “small
successes”, sharing credit widely• Provides confidence, hope and resilience
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Bridging Leader Attributes
• Clear competence • Comfortable with risk and responsibility• Know how to deal with chaos• Future oriented• Good political skills• Keen sense of timing
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Bridging Leader Qualities
• Combine tremendous persistence, energy and resolve with low ego needs
• Passionate about achieving desired outcome and willing to persevere
• Pull others (rather than push them)• Think systemically and see
interconnections in complex environment
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How Sharp is your Memory?
A NEW LEADERSHIP
STYLE IS BORN?
When? August 21, 2012
How? By design . . . after an accident . . .
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Sec. Jesse Robredo
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Sec. Jesse Robredo
IN HIS LIFETIME, WHAT LEADERSHIP STYLE/S DID THE LATE DILG SEC. JESSE ROBREDO PRACTICE IN ENSURING THE UNPRECEDENTED SUCESSES IN THE CITY OF NAGA?
. . .TRANSFORMING THE CITY FROM A 3RD CLASS MUNICIPALITY TO BECOME A WORLD RENOWNED CITY . . . A RECIPIENT OF NATIONAL & INTERNATIONAL AWARDS . . .
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The Late Sec. Jesse Robredo
AFTER THAT FATEFUL DAY OF AUGUST 21, 2012 WHEN HIS BODY WAS FOUND IN THE WRECKAGE OF THE SMALL PLANE THAT
WAS SUPPOSED TO BRING HIM HOME FOR A SHORT VACATION WHICH TURNED OUT TO BE HIS LAST TRIP BACK NOME, WHAT LEADERSHIP STYLE CAME INTO BEING?
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The Late Sec. Jesse Robredo
• “TSINELAS LEADERSHIP”
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WHAT IS TSINELAS LEADERSHIP?
Being a heroic servant leader who mixed comfortably with his
constituents and followers without all the formal trappings
of authority.
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WHAT IS TSINELAS LEADERSHIP?
It’s all about genuinely serving subordinates without
seeking popularity.
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The Challenge . . .
WHAT KIND OF LEADER WOULD YOU WANT TO BE IN THE FUTURE?
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Food for Thought
• We are all leaders and we lead all the time, whether well or poorly.
• Leadership springs from within: it’s about who I am as much as what I do.
• Leadership is not an act. It is my life, my way of living.
• I never complete the task of becoming a leader. It is an on-going process.
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END OF PRESENTATION . . . THANK YOU FOR LISTENING